Search results

Despite a growing body of research focusing on the dark side of sharing economy development, arguments are fragmented and incomplete. This study aims to address the gap by integrating existing viewpoints based on a provider’s perspective.

This study conducted a bibliometric analysis using text mining and clustering algorithm techniques to measure the scope of scientific output on this topic and identify the main research themes.

Through the bibliometric analysis, this study developed an integrative framework based on the platform providers’ internal management issues and external conflicts with consumers, society, government regulations and traditional business. It also identified significant gaps within each research theme and proposed a future research agenda.

Sharing economy development has not yet been fully understood and regulated, leading to unprecedented challenges to existing business systems. The study addresses knowledge gaps and advances the understanding of the dark side of the sharing economy based on the provider’s internal management and interplay with external forces. It offers a roadmap for future research to advance understanding of the “hidden” dark side of the sharing economy.

The COVID-19 pandemic brought uncertain working patterns in a volatile, uncertain, complex and ambiguous world wherein unleashing power of knowledge became prototypical for real-time decision-making capacity of organizational workforce. Drawing from Vroom’s expectancy theory, this study aims to investigate whether shared leadership (SL) mediates the impact of perceived fairness of rewards (PFR) on knowledge capitalization (KC).

A survey of 484 employees in the Indian real estate industry was completed in two phases. Confirmatory factor analysis and structured equation model were applied for analysis and hypothesis testing.

PFR positively affected employee’s KC in Indian real estate industry. Also, SL partially mediated the effect of PFR on KC.

This study indicates the positive impact of PFR on employees’ KC and demonstrates position of SL for boosting its occurrence in organizations.

To the best of the authors’ knowledge, this paper is the first to investigate the mediating role of SL between relationship of PFR and KC of employees.

This study explores the motivations for sharing personal information and self-disclosure by mentally ill people in public and private Facebook groups. The purpose of the self-disclosure comparison between public and private groups is to understand how mentally ill people use different kinds of online communication channels in order to advance their goals and needs concerning their illness.

The study was carried out using questionnaires distributed in Facebook groups for people with mental illnesses. A total of 123 full and valid questionnaires were received. Statistical analysis was performed on the data.

Findings revealed that there are no significant differences between public and private groups concerning motivations for self-disclosure and that both types of groups create a safe and supportive place for mentally ill people. However, findings suggest that participants in public groups tend to display higher social involvement than those who participate in private groups.

This is a path breaking study on the entire subject of discourse of people with mental illnesses in private Facebook groups and its importance is derived from this. The study clarified and emphasized the importance of the sense of belonging to a community. Moreover, findings encourage people with mental illnesses to make use of social media channels to meet their social and personal needs.

The purposes of this paper are to examine the factors persuasive in building competitive advantage strategies for the co-living and co-working service operators and study the sustainability of the business model for co-living and co-working space.

In this research, a structured literature review of journals, articles, reports, conference proceedings, websites published in recent times and e-newspapers has been conducted. The first step of the research included identifying the relevant literature. For this step, multiple keywords were used in searching for literature on Google.com, Google Scholar, Proquest, Taylor & Francis, Emerald, Elsevier. Upon literature identification, the procured reports were divided into the following three parts: co-living reports, co-working report and others. More than 250 content reports were analyzed, and finally, 105 relevant literature reports from various sources were recorded for further analysis. Focus group discussion and semi-structured interviews were also conducted.

This study concluded after analyzing the literature, focus group discussion and semi-structured interviews that co-working and co-living space would be sustainable business if proper competitive strategies were leveraged, in accordance with the increase in demand over time. This study also serves as a wakeup call for the operators in the co-living and co-working sphere to work on their competitive advantages and differentiate themselves to tap business opportunities. The sustainability of the model by identifying the factors was also emphasized in this study. Further studies of co-living and co-working models should be conducted in the Indian context to analyze the multifarious potential that this new trend of shared accommodation can open up.

This study is based on content analysis, focus group discussion and semi-structured interview analysis. More content and literature were found to be evidenced mostly in Western literature. This is a limitation to the study. This study also had a limitation in including bigger sample of focus groups discussion and interviews; however, the analysis effectively set out a landscape of co-living and co-working space in India.

It is an original research work based on an existing concept and services. As co-living and co-working service operators are cropping up in major cities, enticing the target potential with a platter of services primarily linked with many of the beneficial factors, the researchers in this work attempt to examine the factors persuasive in building the competitive advantage strategies for the co-living and co-working space and the sustainability of these two business models. A ripe market with multifarious possibilities waiting to be tapped with the right plan of action is the need of the hour.

Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.

A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.

The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.

These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.

This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

Robotic process automation (RPA) has recently emerged as a technology focusing on the automation of repetitive, frequent, voluminous and rule-based tasks. Despite a few practical examples that document successful RPA deployments in organizations, evidence of its economic benefits has been mostly anecdotal. The purpose of this paper is to present a step-by-step method to RPA investment appraisal and a business case demonstrating how the steps can be applied to practice.

The methodology relies on design science research (DSR). The step-by-step method is a design artefact that builds on the mapping of processes and modelling of the associated costs. Due to the longitudinal nature of capital investments, modelling uses discounted cashflow and present value methods. Empirical grounding characteristic to DSR is achieved by field testing the artefact.

The step-by-step method is comprised of a preparatory step, three modelling steps and a concluding step. The modelling consists of compounding the interest rate, discounting the investment costs and establishing measures for comparison. These steps were applied to seven business processes to be automated by the case company, Estate Blend. The decision to deploy RPA was found to be trivial, not only based on the initial case data, but also based on multiple sensitivity analyses that showed how resistant RPA investments are to changing circumstances.

By following the provided step-by-step method, executives and managers can quantify the costs and benefits of RPA. The developed method enables any organization to directly compare investment alternatives against each other and against the probable status quo where many tasks in organizations are still carried out manually with little to no automation.

The paper addresses a growing new domain in the field of business process management by capitalizing on DSR and modelling-based approaches to RPA investment appraisal.

This study aims to examine the relationship between the fear index and initial public offering (IPO) aftermarket liquidity in ASEAN during the bearish time, the COVID-19 pandemic.

This study uses random effect panel regression analysis using two proxies of IPO aftermarket liquidity, namely, volume and turnover, on data of 90 IPO companies in the ASEAN-5 countries over four study periods: 30, 60, 90 and 100 days, after their IPOs.

The results indicate that the COVID-19 fear index significantly affects liquidity for all periods. The fear index decreases the stock aftermarket liquidity of ASEAN-5 IPO companies. The findings are consistent with additional tests.

This study initiates research during the COVID-19 pandemic in ASEAN-5 countries. Furthermore, while the other studies examine the stock performance of existing listed companies, this study focuses exclusively on the liquidity of companies that went public through IPOs in 2020.

While travelling, tourists like to use mobile technology to share their travel experiences. This study aims to understand how the social value gained by tourists from sharing a travel experience with mobile technology affects their satisfaction with the travel experience through onsite mobile sharing behaviour.

A second-order hierarchical model is constructed to examine the moderated mediating role of onsite mobile sharing behaviour in improving tourists’ travel satisfaction. Through systematic sampling, 304 responses were collected at ten attraction points in Guangzhou and Shenzhen, China.

The results show that, compared with self-centred values (self-presentation and self-identification), other-centred values (building social connection and reciprocity) contribute more to forming social values of sharing. In addition, onsite mobile sharing behaviour partially mediates and moderates the effect of social values on travel satisfaction.

This study applies the social capital theory to identify the value gained by sharing travel experiences and empirically evaluates the impact of these values on the overall value of sharing travel experiences. This study also contributes to tourism research by examining the moderated mediating role of onsite mobile sharing behaviour in improving travel satisfaction. This study helps destination marketing to make strategies to motivate tourists to use mobile technology to share their travel experiences while travelling.

The case study has been prepared for management students/business executives to understand electric vehicle (EV) business, business environment, industry competition and strategic planning and strategy implementation.

The size of the Indian passenger vehicle market was valued at US$32.70bn in 2021; it was projected to touch US$54.84bn by 2027 with a Compound Annual Growth Rate (CAGR) of more than 9% during the period 2022–2027. The passenger vehicle industry, a part of the overall automotive industry, was expected to grow at a rapid pace, as the Indian economy was rising at the fastest rate. However, the Government of India (GoI) had put a condition on the growth scenario by mandating that 100% of vehicles produced would be EVs by 2030. Tata Motors (TaMo), a domestic player in the market, had been facing a challenging competitive environment. Although it had been incurring losses, it had successfully ventured into the EV business. TaMo had taken advantage of the first mover by creating an electric mobility business vertical to enable the company to deliver on its aspiration of providing innovative and competitive e-mobility solutions. TaMo leadership had been putting efforts to scale up the electric mobility business, thus, contributing to GoI’s plan for electric mobility. Shailesh Chandra, president of electric mobility business, had a big task in hand. He had to scale up EV production and sales despite insufficient infrastructure for charging and shortages of electronic components for manufacturing.

The case study has been prepared for management students/business executives for strategic management class. It is recommended that the case study is distributed in advance so that the students can prepare well in advance for classroom discussions. Groups will be created to delve into details for a specific question. While one group will make their presentation, the other groups will question the solution provided and give suggestions.

Teaching notes are available for educators only.

CSS 11: Strategy.